Since its establishment in April 2010, Xiaomi is a “topic company” and is full of “star temperament”: founder Lei Jun is the first generation of star IT in China, one of the most successful angel investors, on Weibo. With more than 13 million fans and a luxury founding team, rice flour, the main body of 25-35-year-old engineering men, is the most active group on the Internet...

The controversy surrounding Xiaomi has never stopped: Some people say that Xiaomi is a marketing company and is destined not to go far. Some people say that Xiaomi has built an unprecedented corporate community and represents the future of the mobile Internet era. Some people say that Xiaomi’s research and development are weak and patents There are no core competencies. Some people say that Xiaomi knows how to open up and take advantage of this. This is the biggest core competitiveness; if there is any sign of trouble, someone will say, “If you look at Xiaomi, don’t you see it?” and some people will say “patience. One point, there is a big trick behind Xiaomi."

With doubts and curiosity about Xiaomi, the author of this article went into Xiaomi twice and had a deeper communication with Xiaomi’s management. He also studied hundreds of articles about Xiaomi and became this article.

One, the rise of the millet

More famous than Xiaomi and Lei Jun, Lei Jun's phrase “Standing on the tune, pigs can fly up” was later reduced to “flight theory”. Some people use this phrase as a joke, and some people talk about it as a joke, but Xiao Mi uses it as a "logical starting point for strategic theory." The strategy is to follow the opportunity. Let's look at where the opportunity is, look at where the resources are, and then pass. Organizational mechanisms direct resources to opportunities and strategies are ready.

1. The first outlet for Xiaomi: A new era of smart phones

Liu De, co-founder of Xiaomi, believes that there is a significant difference from a small company. A big company is created by the times and it must conform to the main theme of the times.

2007 is the first year of smart phones. In January of that year, Steve Jobs released the first iPhone in Apple's product launch. In November of the same year, Google and 84 hardware manufacturers, software developers and telecom operators formed an open mobile phone alliance to jointly develop and improve the Android system. HTC, Galaxy, and other companies quickly joined and quickly emerged. This means the transition from the traditional Internet to the mobile Internet and the beginning of the transition from functional mobile phones to smart phones.

In 2010, the domestic smart phone market mainly has two kinds of ecology: one is high-price and high-performance, such as Apple and Star, and the second is low-cost and low-performance, such as Coolpad and other domestic Android machines and many cottages. Although the sales champion of China's smart phones was still Nokia, the popularity of the iPhone 4 began to blow the wave of 3.5-inch screens to China. "For the keyboard machine is a touch screen machine", has become the appeal of many mobile phone users. At this time, there are not many touch-enabled smartphones available on the market. Under a huge market gap, the market needs companies to fill in low-end and mid-to-end consumer demand besides Apple and Galaxy, and “help” hundreds of millions of Chinese users to complete their intelligence. The popularity of mobile phones was the biggest outlet at that time.

From programmers to CEOs of listed companies to angel investors in IT circles, Lei Jun achieved financial freedom when he was over 40. In April 2010, he rekindled his enthusiasm for founding the company. Lei Jun once talked to co-founder Lin Bin about the reasons for starting a new company: “The mobile Internet is about the experience of the integration of hardware and software, and all terminal manufacturers in China are Inspected and found that all the terminals are not good enough, so he is ready to do mobile phones. At the beginning of his founding, Lei Jun once said: "I have invested in more than 20 companies, and every day I have guided others to start a business. If I fail to start my own business, I will lose my face." In the early days of establishment, Xiaomi Company was very low-key. On the day of company registration, Li Wanqiang’s father brought a pot of millet porridge to the early morning, and everyone drank together—became a simple ceremony for their establishment.

Although standing in the air, it is not easy to keep up. The difficulty lies in "controlling the cost of mobile phones at the level acceptable to the target population", which forces Xiaomi to innovate in the business model: selling at a price close to the hardware cost, and then constructing an Internet platform and then Do value-added services and then make money from value-added services.

"Wind outlet + business model innovation" helped Xiaomi to rise strongly. In 2011, revenue was 550 million yuan, 2012 was 12.65 billion yuan, 2013 was 31.6 billion yuan, and 2014 was 74.3 billion yuan. In 2015, the company achieved an annual output of 80 million mobile phones, with a market share of more than 15% in the domestic market. In the first half of 2016, Xiaomi’s total mobile phone sales reached 25 million, which is less than Huawei, OPPO and vivo, ranking first in online sales. It reached 17 million. At the same time, the meticulous use of Internet marketing quickly has the global hundreds of millions of MIUI platform users and open technology innovation platform, tens of millions of fans involved in technological innovation iterations. We have built an ecological chain platform that involves more than 20 industries and industries such as hardware, services, electronics, living, and social networking. It has realized the profit-earning level and enterprise scale that many companies have been able to achieve for decades of development.

2. The limit of the wind

In 2015, it should be seen as a demarcation point for Xiaomi's development.

Before 2015, the sales volume of Xiaomi’s mobile phone doubled. It was a period of strong momentum. In 2015, Xiaomi’s mobile phone shipments increased slightly to 80 million units compared to 2014. In 2015, Xiaomi’s software service revenue reached 3.7 billion yuan. , did not reach the expected 1 billion US dollars millet. Although Xiaomi completed the E-round financing with a valuation of US$45 billion and became the second-largest global start-up company, the company’s 2015 revenue has barely increased.

In order to occupy the market, mobile terminal market vendors have almost adopted the product structure of the pyramid. In October 2012, Google released a Nexus 4 smart phone that was similar to the Xiaomi 2 phone, priced at RMB 1900, while Xiaomi 2 was priced at RMB 1999. At the same time, the main brands of mobile phones such as Galaxy, Motorola, and HTC are rapidly entering the price cut channel. Huawei's quad-core smartphones released during the same period cost only 1,888 yuan.

On the other hand, Lenovo, Huawei, ZTE, vivo, OPPO and others have sought to enhance brand communication capabilities through the use of Internet platforms and “fan mode”. For example, Lenovo has launched the “Lozenge Club” and Huawei has launched “pollen”. ZTE launched the "Star" and vivo launched "V Powder." In fact, by the time of 2014, the competition in the smart phone market has become worse than before. Huawei, Coolpad, Lenovo, Xiaomi and TCL have all adopted 60 million units as their shipping targets for 2014. The reason is that as long as it guarantees 15 million units of shipment data for a single quarter, it can enter the world's top 3-5 market share. Millet has no absolute chance of winning the same competitor. Huawei, OPPO and vivo, relying on their rich offline channel experience and marketing efforts of “Who's asking who?”, took Xiaomi to the top of the list. Xiaomi, who is relying on Internet marketing and word-of-mouth, also puts a lot of advertisements on the market, including Liu Shishi and Wu Xiubo.

At the same time, technology, supply chain, and other issues have also become the key link that Xiaomi must implement, and face fundamental innovations that are really large investments. This does not happen overnight.

In short, the use of low-cost + Internet marketing, imported brands and traditional domestic manufacturers have never used it, which makes millet flourish, rice flour all over the world. Facts have proved that this set of differentiated style of play has yielded significant results, but over time, the spending power of the target group has also become saturated. On October 30th, the market research company Sino released the sales report of the Top20 brand of Chinese smart phones in the first half of 2016, and released the sales of Chinese smartphones in the first half of the year from the overall, online and offline sales dimensions. Happening. According to statistics, in the first half of 2016, the total sales volume of domestic smart phones was 250 million, of which Huawei was ranked first with the total sales volume of 43.77 million units, and OPPO, Apple, vivo, and millet were ranked 2-5, with sales of 29 million. 27.76 million, 25.55 million and 23.65 million units. The online sales rankings did not come as expected. Xiaomi ranked first with 17.45 million units, and 2-5 were Huawei, LeTV, Apple, and Meizu. Sales under the line were naturally expected, with OPPO reaching 28.04 million, and 2 to 5 of them were Huawei, vivo, apple and **star.

To a certain extent, the problems encountered by Xiaomi are actually the problems of the entire Chinese intelligent machine market. When market demand suddenly emerged, Xiaomi managed to top it in time; when demand saturated, Xiaomi seemed to be at a loss.

"At present, it is a bottom of Xiaomi." In the middle of 2016, at the second swearing-up meeting of Xiaomi's mobile phone, Chairman Lei Jun spoke upright about the current predicament. Once he said “Standing on the air, pigs can fly”, but now have to admit: the market's wind direction has changed. It is clear that the Chinese smartphone market has become saturated.

3. Layout ecological chain, deal with the next outlet

In the first half of 2013, almost all phases of the entire Internet were presented. These stages are: First, the traditional Internet stage, the era of the PC; Second, the mobile Internet stage, the emergence of smart phones; **, IOT stage, that is, the Internet of Things stage of the Internet of Things. In the future, all the devices around you can be networked and can be controlled by mobile phones. In the first two phases of the Internet, huge companies were created. This is a big trend. Xiaomi firmly believes that the IOT era will definitely bring huge opportunities.

From the beginning of the establishment of millet is not a single horse, followed by Jinshan, followed by angel companies to invest in startups. In recent years, Xiaomi has increased investment in the industry chain, and has gone to churches to teach other companies that can make products without telling stories. They continue to stand on the door and enjoy the dividends of marketing and channel innovation, becoming the best choice for Xiaomi.

Talking about the advantages of Xiaomi, Liu De, the person in charge of the ecological chain, said: “Millet has created a brand that is active and hot. There are many brands in the world, and there is no meaning if there is no heat. There are countless products launched by Xiaomi every day. People are paying attention, criticizing and appraising, which is the brand's popularity.Second, Xiaomi has a huge user base and has the ability to continue spending in this channel.

In the **th, Xiaomi made a global system supply chain. As long as millet has a flow of more than US$10 billion, it can basically build a supply chain for the global system. The advantage of the global system supply chain is that it can support a startup company to enter a hardware field at a very low cost, and it can make the product very cheap. For example, millet mobile power, the reason for the low price is because it has a huge supply chain integration capabilities. Companies that do not have such an advantage cannot do it, and their costs are higher than ours. Fourth, Xiaomi's channels. Xiaomi has opened channels, such as Xiaomi.com, Mijia APP, and the Xiaomi line channel. Fifth, Xiaomi’s investment and financing capabilities and social influence. When these companies need funds, Xiaomi has the ability to support it. ”

When Xiaomi Mobile’s tough game is not over, based on such a judgment, combined with the actual situation of Xiaomi, Xiaomi is frank, has no energy, has no manpower, and does not have the degree of concentration to do IOT. Then, it still does not do it. What? After thinking, Xiaomi decided to use the investment model to intervene in the IOT field. However, the mid-to-large size companies are not cost-effective, so invest in start-up companies and use the “investment + incubation” approach to capture the trends of the times.

At present, the company's development has maintained a very fast pace. The year-end end of 2015 has increased by 20-30% year-on-year from 2014, and this year's growth is expected to be within 100%. By the end of 2015, there were seven companies in the ecological chain with revenues exceeding RMB 100 million, and 20 companies released products. Two of them sold more than one billion yuan, and the largest one sold 1.75 billion yuan last year. The four companies with the highest valuations are unicorn companies with more than one billion US dollars. These eco-chain companies have all started from zero because they are the new force for entrepreneurial development. In today's economic downturn, the pace of development is really alarming.

4. The ecological dream of the smart age

In the early days of Xiaomi’s creation, Lei Jun’s mind had already outlined a blueprint for progress: build a professional team that integrates Google, Microsoft, Motorola and Kingsoft; do mobile internet first, and then make mobile phones at least one year later; use the Internet as a way to develop and cultivate fans , To build a brand image; mobile phone positioning is a fan phone, adhere to the top configuration and emphasize cost performance; mobile phone sales do not go offline, online sales; in the business model, not mobile phone profit, learn from the Internet business model, with brand and reputation Accumulate people and turn mobile phones into channels. Next, Xiaomi Technology will firmly follow this pre-set path. Therefore, why can't we just take Huawei's hardware company and Xiaomi than Huawei, because they belong to different types of enterprises. The “hardware+software+internet” ironman model has made Xiaomi’s Internet a very broad way.

However, this is a relatively long accumulation process, and the market competition is fierce. The speed of the software and the Internet's ecological layout cannot catch up with the speed of the hardware. Xiaomi himself never expected that the speed of his own hardware will be so fast. At present, it is only the first phase, the hardware deployment phase, the second phase, the software and Internet eco-layout phase, the **th phase, the hardware is completely free, and the software and Internet eco-layout are completed. At present, millet is still only the first stage. After that, the proportion of hardware revenue will be less and less. In comparison, the proportion of software and Internet revenue will increase, until the final hardware revenue, software and Internet revenue The amount is astronomical. At this time, the millet model is fully developed.

How can we make software profitable? Someone once asked Lin Bin about this issue. Lin Bin just reluctantly responded to the question: “This is a difficult question to answer.” In fact, Xiaomi hopes to use apps, cloud services, music, etc. just like Apple did. Service profit. The success of Apple does not mean that Xiaomi will be able to do it. Android's willingness to pay is much worse than that of Apple users. It is hard to imagine that users of Red Rice will use Xiaomi’s paid service. But if it is a smart home system, is there a new business model?

Liu De, the co-founder of millet and head of Xiaomi's ecological chain, boldly talked about his imagination: For a long time to come, it is still an era when the channel is king. Enterprises that can find and occupy high-efficiency and low-cost channels will get the industry chain. On the strong position. Currently, there are 5,000 kinds of online channels: hypermarket model (Taobao), department store model (Jingdong), and specialty store model (millet). In the future, the more destructive than the above-mentioned model is the “remote control mode ( "Intelligent Terminals"", and the direction of offline channels is to remove low-cost stores in the intermediate links. The current channel costs are too high, accounting for 30-40% of the total cost of the value chain. In the future, offline channel costs can only account for less than 20%. Even channels that account for less than 10% will appear. The window of opportunity left for channel transformation will not exceed five years. Xiaomi's success largely benefits from the total cost advantage brought by the low cost of online channels. In the short term, Xiaomi brings the online store model offline and establishes offline low-cost channels. On the line, every smart terminal in the future will be a sales terminal. For example, smart rice cookers are natural terminals for selling rice, and smart air purifiers are natural terminals for selling filter cartridges and humidifiers. The controller of these terminals is a Huge online stores constitute a new generation of channels, "remote control channels."

"These ideas are not necessarily correct. The future is a good one. Who knows? But as long as the potential is achieved, there will always be infinite imagination." After completing the above vision, Liu De added.

Second, the millet phone gameplay: extreme products, community marketing

Young millet

Speaking of the positioning of Xiaomi, we must start from the topic at the time of creation. How did Xiaomi get into the mobile phone market in the early years? Who is the seed user? At that time, Xiaomi did not have a brand, but only started from the product itself. We wanted to find the geek enthusiasts who knew Xiaomi's most and understood the mobile phone most and understood the mobile phone. What is a geek? When you want to buy a mobile phone, what brand you choose depends on trials. You can change 4 phones a year and you will naturally know which one to buy. Xiaomi started targeting this group of people.

Standing on the shoulders of the giants, Xiaomi launched the first product not a mobile phone, but based on the Android system MIUI mobile operating system. Different from the IOS system, the Android system is open source. After being authorized by Google, Xiaomi has deeply optimized, customized, and developed the native system according to Chinese habits, comprehensively improving its native experience and making it easier for users to get started. More intimate.

2. Product Seven Characters "Concentration, Ultimate, Word of Mouth, Fast"

Focus is on the limited resources and energy focused on a single product - Xiaomi phone, Xiaomi only introduced one or two models of mobile phones each year. The ultimate is to do the best, must have a height that others can not reach, in order to have enough attraction for users. Lei Jun firmly believes that "the world martial arts, but not fast," and sometimes, fast is a force. Word of mouth is to exceed the user's expectations. Lei Jun also gave an example that surpassed the user's psychological expectations: “Before, we launched a Thanksgiving feedback campaign that specifically created a thank-you card for the first 300,000 Xiaomi mobile phone users and unconditionally presented them with 100 yuan in cash coupons per person. Well, he thought that after I bought my mobile phone eight months later, Xiaomi would still have 100 yuan in the welfare of shopping vouchers, which exceeded their psychological expectations. "After the user puts the product in his hand, he feels that the multi-function is more fun. Interesting, there are often all kinds of surprises, so that we can ensure a good reputation. This is actually the nature of returning to business. ”

Entering a new market, the more precise positioning, the closer to the market. At that time, Xiaomi's positioning was very precise and he circled a very real circle. It was difficult to change it again. Currently, there are about 170 million Xiaomi users, which are mainly between the ages of 18 and 35. This is consistent with Xiaomi's early positioning. In the early years, they were the most active young people. They were willing to take advantage of new foods, were willing to use new things, and changed their machines most frequently. They were the largest group in sales. And millet's cost-effective, very easy to impress them.

3. From community marketing to business model

The status quo is limited by history. Five years ago, Xiaomi used to have only Internet channels, because if you want to go offline, you have to add 50% of the price to all the offline links. Frankly speaking, Xiaomi was forced at that time! Don’t you want to save time, sell mobile phones directly to operators, and sell them directly to the national government? Millet is willing, but can't play.

At that time, it was found that all the good things were taken up. The only way out is to use the all-Internet approach, that is, to use ultra-high cost-effectiveness, to use fan economics, to allow users to understand Xiaomi's products through software, and become Xiaomi’s mobile phone. user. In this way, the cost of the channel can be reduced to a minimum, and sales can be made cost-effective.

Therefore, Xiaomi selected social media (forums, Weibo, WeChat, blogs, etc.) to disseminate. Compared with the traditional mainstream form, the emerging social marketing has the characteristics of low cost, strong interaction, etc. This can be attributed to the success of Xiaomi. key. At the same time, social marketing is inextricably linked with other links. Under the joint action of these links, Xiaomi has created sales miracles one after another. Through these social media, Xiaomi has established a huge fan base. These up to tens of millions of fans who can operate meticulously underpin Xiaomi's marketing myth. Lin Bin, co-founder of Xiaomi, said: Xiaomi is a long-term marketer, a product that looks closely, and a business model using a magnifying glass.

The essence of the millet business model is to sell at a price close to the hardware cost, and then to build an internet platform, and then to do value-added services on it, and then rely on value-added services to make money.

In fact, the myth of Xiaomi’s mobile phone is not in the mobile phone itself, but in the peripheral products of mobile phones. For example, in 2013 alone, the sales of Mimi dolls exceeded 500,000, and during the 2014 season, there were more than 200,000 WIFI sales and more than 320,000 mouse pads.

**, Xiaomi's ecological chain: a natural forest

1. Ecological chain overview

After two years of operation, the 60 entrepreneurial teams invested in Xiaomi's ecological chain are mainly engineers, with a scale of about 4,000. There are already four unicorns with valuations exceeding US$1 billion. According to the universal success rate of venture capital institutions, this report card is very prominent. Perfectionist Lei Jun made 99.99 points.

These ecological chain companies have a high response rate, with few people and high efficiency. They often have full entrepreneurial passions, and in the past two or five years, they have become the new force for young entrepreneurs in China. Xiaomi united such a group of people and formed a huge force. By grafting the superior resources of the millet platform, the internal team communicates them with Xiaomi's values ​​and methodology and helps them to improve their quality standards.

Xiaomi's internal ecological chain team is divided into two parts, one part is the ecological chain team of 200 people, including helping ecological chain companies to find teams, make investments, and support them to make product definitions; there is also an IOT IoT team based on technology. , to help eco-chain companies connect smart devices with mobile phones.

2. Find the right person to do the right thing

How to choose an ecological chain company? The first is to find a team. Because the Internet is a tool to enjoy demographic dividends, Xiaomi's idea is that the market segments that the alternative startup teams involve are large enough. If you are involved in the largest area and there is a basic 100 billion yuan in this area, then is it possible to earn at least 1 billion, 2 billion, 5 billion, or even 10 billion? However, if it is only a small market, or a small and beautiful company, it does not have a large enough market space, then it is not worthwhile to use the Internet to do it.

Second, there are traditional pain points and deficiencies in this area. The range of pain points is very wide, such as low cost performance, too many categories, low quality, etc., because there are points for pain points, if the product itself is already beautiful, then there is actually no chance? However, this pain point must not be a product that is seriously devoid of social credibility. For example, a product that people are not willing to buy will not be worth investing in this area.

According to the Long Tail Theory, this product has consumables or can be iterated. Such an industry will be rich. If a product, it can not iterate, such as hula hoop, and this product has a hula hoop attribute, can only be sold once, it is not worth doing. Therefore, it must be able to iterate, finish a generation, you can also do the second generation, you can go through continuous technology upgrades to continue operations. Including filters like purifiers, which are consumables, can be invested.

Fourth, the product must meet Xiaomi user groups. Millet has 200 million active users, and their age boundary is still expanding, and more and more female users are joining in. With the user base, it is easy to enjoy Xiaomi’s user bonus.

Fifth, there must be consistency in values. Millet must demand that the leader of the other party has the same values ​​as Xiaomi. He believes that in the future, he believes Xiaomi's business model and believes in cost-effectiveness. They should be national enterprises instead of holding the idea of ​​making quick money. In addition to the logic of commercial consistency of interests, there is also a need for emotional identity. Is investing in a company just like looking for a partner in life and treating a partner in life needs management? No need. Because the two have consistent values ​​and they also have common interests. The logic of investing in a company is also the same, and on the basis of consistent values, the management problems will also be reduced.

3. The millet platform is the incubator: a hotbed of millet

Chinese traditional agriculture focuses on commerce, but the principle of commerce is still unique. Unlike Haier's maker model and micro-micro model, Xiaomi model has its own characteristics. First, the millet platform is not a pure investment model, but an incubator. It will develop some new products, such as a millet tape recorder. Second, Xiaomi will mobilize all resources to help start-up companies grow. From the very beginning, we will incubate our products according to the independent company model. When the company begins to mature, it will split out a company, but all the benefits are based on the principle of commercialization to make a clear allocation in advance.

For the ecological chain, based on common interests, it must grow into a big company, and it must have very good interests in the future. So in the early days, Xiaomi must come forward to help these companies to find supply chain negotiations and negotiate with the supplier system. Now, due to the expansion of the scale, the talks have not come, but today Xiaomi has become famous. As long as I declare that a company is an eco-chain company, its supply chain is basically settled. All upstream companies will give Xiaomi. The treatment. Therefore, many pseudo-eco-chain companies have emerged, which has led Xiaomi to help many companies verify the authenticity.

4. "Huangpu Military Academy" on the battlefield

General early startups did not introduce "outside brain" support. First of all, because the problem it is trying to solve is too practical. Second, startup companies usually have very difficult conditions. Solving problems in such a state is difficult for the outside brain to intervene. It requires all team members to form the same breath and common interests. As a whole, most problems are solved internally. But in the other case, the outer brain will be introduced, such as product definition, design, and almost hands-on teaching. Formal millet grasps the whole, so the product design of the eco-chain company is very consistent. In the first generation of the product, these experiences were transferred to these ecological chain companies. The Xiaomi team encourages them to create their own product managers and industrial design teams. In fact, the learning ability of startup companies is far beyond imagination, so Xiaomi only needs to do their Whampoa Military Academy. The difference is that this training ground is a business school that is built directly on the battlefield and used for actual drills. In this business school, experience can be used to exchange experience, it can be said that it is "field notes", and then participate in thinking and sharing.

The CEO group of Xiaomi’s ecological chain has also become a platform for information exchange. The middle and high-level industries from different industries constitute a business district. For example, someone needs to send in a request. He wants to contact a factory that makes T-shirts. Then everyone will provide resource information and support each other. In China, the barriers of trust between companies are extremely high. However, after entering the millet system, Xiaomi is the investor of all people. It first has already screened the group on the qualifications and values, and the trust mechanism has been resolved to protect each other. Can form a benign cooperation.

5. The logic of growth: "bamboo forest effect"

A few years ago, Xiaomi’s growth rate was beyond imagination: it achieved 12.6 billion in the first year, 31.4 billion in the second year, 74.3 billion in the seventh year, and nearly 80 billion in the fourth year. When Xiaomi developed into the ** year, many people expressed concern about the rapid growth of Xiaomi, because this is obviously not normal, and it is feared that large risks will follow.

Xiaomi strives to follow the logic of bamboo's growth. In the Internet environment, the rapid development of business models is more like bamboo, and it grows overnight. Although the life cycle of bamboo may be short, just as there are many internet companies whose life span is not long, what is the advantage of bamboo? It has the speed to form a bamboo forest, which is a very important ability. To quickly grow into a bamboo forest, new bamboo shoots continue to spring out, and their own elasticity continues to increase. Soon, a bamboo forest that can resist wind and rain will grow. This resilience to risk comes from the iteration of new business. When a company can create such a bamboo effect, its ability to resist risks is completely different from that of traditional companies. So, although he may not be aware of it, what many Internet companies really do is to have the bamboo effect. In this regard, Tencent's performance is even more pronounced. When the QQ service and Wechat service were launched, its bamboo effect was formed. Therefore, the new investment is like a "bamboo shoot." Xiaomi's investment is also trying to move closer to the bamboo forest effect.

6. Combat Logic: Precise Guidance, Precise Strike

In an era, the most pioneering theory must not be an economic theory, because the economic theory of winning or losing is measured by money. So what is the theory that leads the times? It is military theory. Xiaomi's ecological chain companies are small teams, and small teams have the advantage of fighting. In the process of development, Xiaomi actually explored and used many military theories in order to manage the ecological chain. The first point is called precision strike. The so-called precision strike is to make products that precisely meet the needs of users. If the past is a tough fight, it is not clear how many enemies the enemy has, so tens of thousands of shots will be fired, and the entire area will be booming. There will be two craters near one square meter to ensure that one enemy can't run away. However, if science and technology are developed to this day, if we can clearly know the number and position of the enemy, we can accurately guide and instil one enemy to the enemy to achieve the highest efficiency at the lowest possible cost. Therefore, Xiaomi also learns from this model. For example, in the past, it was necessary to do 100 products, each of which was aimed at different user groups. Nowadays, using the Internet can accurately know what the user wants, it may only launch a single product, and use a unique product to accurately impress users.

The second point is the small-scale special forces. Special forces were used during the Gulf War. Behind it was the Pentagon, satellites, and aircraft carriers. Xiaomi's eco-chain companies are like special forces. There are few people in each company, a company with 20-30 people, or a company with 50-60 people. It can sell hundreds of millions or billions of dollars. For example, millet's mobile power company, with a scale of less than 100 people, can achieve 25-26 billion a year, and when it started in the first year, 20 people achieved a level of more than a billion. Of course, the original team of mobile power was a veteran with five to ten years of experience in the hardware field, and then got the help of the millet platform and various advantages. In other words, Xiaomi borrowed heavily from military theory in the ecological chain model and formed a very strong combat capability.

7. Whoever grabs the loot

The allocation mechanism of Xiaomi’s national shareholdings has also been extended to ecological chain companies. Millet’s shareholding mechanism has two characteristics. The first is the ownership of the entire population, and the second is the team’s take-up of the majority. Millet does not control all eco-chain companies, but only its investors. Non-control means leaving the best interests to the team, which is said to be the result of learning from the Mongolian Army. In the era of Genghis Khan, the Mongolian Army did not send troops to fight war. Whoever grabbed the loot was assigned by whom. When you use this logic to form a team, you will find that the enthusiasm of the team will become very high, and they will become willing to go on the front line. The system determines everything. When the mechanism is chosen correctly, the results will be extraordinary. This is the distribution mechanism of the ecological chain.

8. Accomplish others to achieve their own success

In addition to the benefits of equity, these eco-chain companies maintain Xiaomi's brand popularity, influence, and imagination. At the same time, in business cooperation, there are also business benefits. For example, all products are sold through the channels of millet, which supplements the flow of water, and this part can reach 10 billion flow of water. If these eco-chain companies are listed, Xiaomi will have ample capital gains. In addition, the opponent has also been successfully disintegrated. Thousands of people in the ecological chain system are the new force in the Chinese entrepreneurial field, and are those young people full of entrepreneurial passion and action. Millet took them to his knees, is a kind of talent accumulation. The talent pool in each era is limited. In a limited field, after these talents have entered your talent pool, others will have no, so it will lose its competitiveness. This is full of strategic significance.

9. The future is on the road: remote controllers

Since the smart device started, it has channel attributes. For example, Xiaomi's purifier, it will find out earlier than the user whether it needs to replace the filter element. This is a super-important core technology, because all of the user's desire to purchase before this is started because of demand, but the millet purifier makes this demand ahead of time and just right, which is a great turning point.

In the future, there will be a new e-commerce model, which is the remote e-commerce provider.

Many people do not realize that the remote control is the most active channel. When the machine can remind the user to change the consumables, the user only needs to click a button on the remote control and the purchase can be realized. Unlike current e-commerce providers, Ali is a market e-commerce provider. JD.com is a department store e-commerce provider. Xiaomi is an e-commerce provider of chain stores and specialty stores. These are all based on the Internet, and the remote control e-commerce provider is based on the Internet of Things. It will be a brand new thing that appears later.

运用遥控器电商，可能因为家里的空气干燥，用户会得到购买加湿器的建议，当你用了小米的加湿器，它会帮你检测水质是否合格，如果不合格，它可能会建议用户买一个小米的净水器，不论它提出什么样的建议，用户只需要按一个按键，把购物需求发送出去，小米即可为用户配送到家。因为产品本身是智能联网的，所以当拥有了一个这样的产品，就等于在家里放了一台自动贩卖机，这是一个全新的渠道模式。所以说，研究渠道是很有趣的事，它永远选择舍远求近，比如当年的线上电商打掉了线下店，原因是什么？因为它离消费者更近，使人足不出户就可以实现购买。

而进一步畅想人们消费的产品，包括个人耗材和家庭耗材可能会分两类，一类是需要挑选的，一类是不需要挑选的，只要选定品牌就可以，比如牙膏、比如小米净化器的滤芯儿等属于耗材类的产品，只要品牌没有问题就可以下单，减少选择性。所以，遥控器渠道很有可能是IOT在未来会解决的问题，它使第四类电商模式——遥控器电商出现了。这将是从来没有过的渠道模式。

遥控器电商最适合的产品就是白色家电类消费品，它可以把产品从田间地头一直送到用户的餐桌上。比如，用电饭煲卖大米，一定比超市买的好，超市卖大米一定比粮店买的好，所以超市挤垮了粮店，将来饭煲会挤垮超市。将来，所有耗材类的产品都可以通过这种方式来实现购买。所以说，遥控器电商可能是离人类最近的一种电商，它比所有的电商都要主动。

当然，这里面的细节是，要保证所有的产品都能够得到用户的正反馈，唯有如此用户才愿意购买你所推荐的产品。反之，当它不能实现正反馈，即用户体验非常糟糕，那么他就不会再信任你的推荐。所以小米对产品品质的要求是非常高的，所以要求所有的产品在使用的时候都能产生正反馈。

四、机制与团队：打开组织边界

1.核心人物牵引愿景

柳传志先生的经典总结，创业就是“定战略，搭班子，带队伍”，可谓精彩精练。事实上，在2011年，业界普遍已经嗅到了智能手机的飓风就要席卷而来。正如雷军决定创业是，在盘古大观酒店咖啡厅会见林斌，他们两相对而坐，像比赛一样，从自己的包里掏出自己的手机，排在桌子上，林斌七部，雷军掏出了十部。可以想象，那个时候，大家都在琢磨同一个东西。

机会摆在那里，只不过，还没有一条清晰的解决方案给出。这个答案，雷军提出了自己的解决方案。而在IT圈和投资界深耕数年的雷军自然积累了大量的人脉资源，小米成立之初的半年时间，雷军大部分时间用于组建一支豪华的创始人团队。他们包括前金山词霸总经理黎万强，专长于用户页面和人机交互；前微软中国工程院开发总监黄江吉，专长于软件工程；前谷歌中国高级产品经理洪峰，长于移动互联网应用研发和产品设计；前摩托罗拉研发中心高级总监周光平，长于硬件设计；前北京科技大学工业设计系主任刘德，长于工业设计；前谷歌中国工程研究院副院长林斌，和雷军则构成了小米公司管理运营的双核心。

初创团队成员基本是干了10几年、20年的团队，所有早期的工程师都是有7年到10年以上的工作经验，这是非常重要的一点。不管是做软件还是硬件，小米的团队都是不用磨合，整建制的从Google、微软、金山等这些老牌软件公司搬来，原来做什么现在还做什么，相当于一种直接的嫁接。所以MIUI经历了5年持续不断的周迭代，小米的技术积累就是这样来的。

除此以外，雷军还拥有其他强大的资源支撑。例如，小米手机1推出后的仓储物流就是由雷军投资的凡客诚品所支持。至2011年12月，小米团队已扩充至408人。研发团队中有一半的人来自知名企业，其中包括谷歌、微软、摩托罗拉及金山等国内外知名IT公司。

这些初始团队成员，一方面是被描绘的蓝图所吸引和激发，另一方面，也是被雷军的个人魅力所吸引，小米归纳是真爱驱动。小米的价值观是一致的，到这来的人认同小米，高度认同小米公司的整个愿景和目前的模式。很多员工一开始就是小米的用户，他在使用这个产品的过程中，培养出一种对公司，对雷总本人的崇敬和热爱。简单的讲，大多数的同事觉得参与到伟大的事情。这件事情可以改变你的生活，最重要的是可以改变外面的世界。因为小米在短短几年时间里，对中国消费电子产品、其它各个行业带来的推动力非常强。

这些人成为小米实现以后展现出的惊人速度最重要的人力资源。

2.发挥人的潜能：小米冲在前面的勇士

为了更好的管理和帮助生态链公司，最初，小米从参与公司创业的老员工里抽出一部分人投入到生态链公司。这样做有几个好处：第一，老员工在小米经历了5-6年的实战锻炼，相对成熟；第二，老员工是早期小米持股较多的人才，内部叫做大股东。大股东可以抵御社会上的腐蚀诱惑；第**，大股东与小米的利益高度一致，对小米的价值观也最了解，会将企业价值观很好地传达下去；第四，大股东有将各生态链公司与各个资源平台对接的能力。

但是有意思的是，工程师是不擅长投资的，而小米用工程师来干投资，这本身是一种跨界的行为。其实工程师干投资，从技术上看是有优势的，因为在团队沟通方面，他了解团队对未来的看法。后来又要求工程师能够成长为投资人，还要成长为一个企业导师，因为他要为这些企业掌舵。实际上，最初的六七个人是可以把所有这些公司的局面控制好的，现在内部生态链的60人，可以实现与生态链公司这4000人之间微妙的博弈，从而把局面控制好。当然，后来也陆续从外面引入了一些人才，比如供应链管理的、项目管理的、UI、UE的等等，逐渐从外部吸纳人才，队伍也越来越壮大了。

3.拧在一起的利益机制

小米最大的特点是全员持股，所有的工程师以上的员工都持股份。一个公司业务在增长，员工的股票在增长，这是最大的利益，所以早期既得利益的“大股东”们(小米前100号员工)，一定是一心一意在公司做的。当全员持股的时候，就要强调境界：第一，“大股东”不调薪制，前100名的员工换部门工作永远不调薪，是当作义务来做的；第二，前**名不调薪制度，除非你哪天薪酬被别人超过了，就可以调了。这两项原则，可以把多出的利润分配给后来人，这是非常好的机制。

为了使生态链能够继续做好，小米自身也在利用利益机制进行设计，对核心员工、关键岗位进行激励，小米内部的设计了员工基金制度。具体方法就是公司和个人各出一部分，形成一个基金池，相当于员工与小米一起投资于这个生态链公司，员工基金主要是针对于生态链的投资。那么，随着生态链公司的成长，员工还可以有二次收益。那么员工成为了公司的小股东，他就会非常愿意为公司解决问题。

对每个人的激励放到最小的团队去做激励。直白说就是，员工最直接的汇报工作的那上级决定该员工的调薪，只有他最清楚的看到下属的工作。小团队的好处是能看得清楚，自己评价自己做。具体薪酬方面，给两个选择，可以选择股票多点，也可以选择工资多点，员工自己选。柔性管理的本质是大家的相互信任。

4.强大的中层：事业和利益解决忠诚、分权解决科学决策

1）事业认同和利益共享是负责到底的保障

小米内部不同的部门，都是以非常独立的业务块来体现的，由不同的合伙人来负责。小米网负责小米的销售，是渠道业务模块；刘德负责小米的生态链，和所有的工业设计人员；电视也是独立的业务块。本着利益一致、绝对信任的原则各自发展，效率是很高的。所有新员工也都有小米的股份，早期小米股票有很多，但现在的少一些。包括生态链公司的股票，员工愿意认购，这样就形成了高度一致的利益。在这个前提下，大家形成一个战斗群，才能够集中群体的智慧和推行中层决策机制。

因为，在理念和价值观上获得了充分的认同，而在人岗匹配上相对获得了胜任的人才，使得小米可以坚定的实行分权管理，也就是一级信任一级，基本上都是自己做主。有时候同级之间互相看到对方毛病，也不说，谁就是谁负责，下面谁负责谁就说了算，上级具有否决资格，但否决票重来没用过。

事实上，小米对生态链公司的管理也未必遵循那么多的条条框框，在这一点上，就像政府治理国家。中央发一个红头文件，各省级单位依据自己的实际情况去解释和执行。小米的生态链管理团队出一个政策，这个政策不会太鲜明，会有灰度，各个生态链公司依据自己的特点去执行。这样的治理方式，保证了方向一致的前提下，给予生态链公司空间去具体问题具体分析。

2）高层的弱点是不了解市场

小米采用不控股的模式来参股生态链公司，未来可能会达到100-200家，这也许会导致崩盘。那么为什么要去做呢？小米生态链负责人刘德解释说：“这是我们内部充分讨论的结果。我们认为，有两点很重要，一是群体智慧，要发挥中层的力量，赋予他们发言权，这样中层才愿意建功立业。很多企业搞一言堂，做不到群体智慧，而我为自己严格地划出一条线，线下的事情绝对不碰，如果我插手所有的事务，就会被拖入事务的海洋。所以，我只负责这条线以上的事务，否则中层没法开展工作。我们能够清醒地认识到，永远不可能同时控制100家公司，必须要有强有力的中层，所以我们的逻辑首先是要调动群体的智慧。第二，要发动中层的力量，让所有的中层有决策权，因为这种方式会让公司跑得更快。在生态链公司发展的第一年，在管理上执行包产到户制，即产品经理负责到底，既负责找投资，也要把团队管理好、把产品定义好、把质量控制好。第二年则实行集体制，几个人一组，组成产品经理团队，共同进行管理。现在有时也会像西方的议会制一样，比如某人想在会议上通过某个项目，那么他需要得到与他一个级别的另外两个产品经理的支持，也就是说，如果**个产品经理一致认可，那么这个项目就可以上马。我们设定了一个限制的机制，就是我拥有对立项的一票否决权，但不拥有决策权，或者说不拥有一票赞成的决定权，这是阶段性的，让我们的逻辑更适用于中层智慧、集体智慧，并用这样的方式来实现以小博大。这样一来，表明决策绝大多数可以不是上级领导的事儿，这样的决策机制更有利于效率和准确率，同时对团队凝聚也有非常好的效果。目前，我们的内部生态链有170人左右，但是在第一年的时候只有10-20个人。我们通过很少的人来实现对小米之外的、巨大的工程师研发体系的控制，否则这些体系就是松散的。现在的小米这么多的产品，如果完全由小米自己研发，恐怕需要几万人才能实现。但是我们充分利用了外部机制，使几千人就达成了这样的状态，实现了非常高的效率。”中层决策有第一线作战的经验，他们最了解市场。这些恰恰是高层的弱点，不了解市场而做出的决策是危险的。

5.管理的强与弱

工程师团队属于弱管理，工程师工作性质决定他们是项目驱动型的自我管理。小米在公司的管理上是进行分层的，有强管理的，有弱管理的，甚至有放任其野蛮生长的投资团队。这样就凸显出小米的复杂性了。小米貌似一家公司，但是真正拆开来看，它是不同的公司。小米的有些部门要强管理，但有些部门管理要尽量弱化，要增强主人翁感，疯狂得跑。就像生态链在过去的两年里，处于野蛮生长阶段。小米刻意放弃这段管理，发挥每个工程师的极致潜质，过去两年才有这么快的成长。

没有发现问题的时候，不知道该从哪下手把管理做上去，那就放手让他自己去跑。当然，在没发现问题的时候到底怎么把管理无缝对接上，这需要更多的经验，也是下一步需要考虑的问题。

五、小米评述

舆论对企业，很容易走两个极端：一是无条件地捧，一是无条件地棒。其实这两种态度的哪一个，都是毫无意义的，企业的路怎么走，严格来说，是企业自己的选择，外界对企业的态度，应该是从这家企业的成败得失中吸取经验教训，从而推动整个企业界管理及服务水平的提升，从而造福于社会。

通过对小米的跟踪研究，我们认为，小米仍然是一个值得期待的企业。成立于2010的小米，以惊人的增长速度于2014年达到了743亿的销售额。2015年之后，尽管增速放缓，但同时期启动的生态链战略，仍然让小米站在时代的最前沿。

首先是商业模式创新。基于“智能家居”为下一个风口的判断，小米充分利用自身在米粉、社区、品牌、销售、供应链等方面建立起来的优势，迅速建立起小米生态链。在生态链里，有股权的纽带、有交易的纽带、有资源的共享和战略的协同，既有适度的竞争，也有互相依存和支援。应该说，小米的生态链模式为”缺少时间和资源积累“的企业应对大机会的树立了样板。

二是组织模式的创新。小米的生态链模式重新定义了组织的边界，生态链既是一个战略共同体，又是一个利益共同体，同时又与外部保持积极的互动，而在生态链内部有清晰的交易规则和利益共享机制，其中没有绝对的控制者，小米依靠竞争优势带来的战略领导力对生态链的方向施加影响。

**是管理的创新。小米遵循“机制先于管理，团队先于组织”的逻辑，在急剧扩张中，忍受管理的缺位和组织秩序的凌乱，而将事业合伙人机制做到极致，将核心团队的搭建放在首位。

具体来讲，对传统企业来说，小米的启示至少有以下四点：

1.创业企业先融智再融资

在工业文明时代，资本是最重要的资源，有钱就能整合到土地、厂房、设备，就能雇佣到劳动力，就能把企业推高到一个较大的规模上，利用规模建立起来的成本优势在竞争中获胜。互联网时代最大的特征是决定竞争胜负的不再是资本，而是知识、技术、创意，这些都承载在“人”身上，人从事的已经不是可用资本购买的简单劳动，而是需要由“动机”和“自有意志”支配的复杂劳动。因此，互联网时代的最大特征已经不是用资本来雇佣人，而是资本与合适的人结盟。

雷军和小米显然已深谙此道。通观小米的发展，一个愿望、一帮人、一堆钱，**种力量非常紧密的凝结成小米的爆发力。实际上，这**个要素中最核心的，就是人，一个愿景和解决方案，是以雷军为主要的创业团队深谙市场发展脉动的产物，这里蕴**了经年累月的创业经验和洞察力。雷军2006年已经看到手机的趋势了，但一直到2010年才成立公司，为什么？因为团队凑不齐。找来找去缺硬件人才，要做手机没人懂硬件肯定不行。直到2010年，摩托罗拉、诺基亚被苹果打得抬不起头，摩托罗拉宣布撤出中国，资金走了团队留下，雷军捡了一个宝啊，就把摩托罗拉的研发团队找来了，终于建立了小米。一旦具备了发力的条件，资源会跟着跑，实际上，资本就是最典型的这类资源。

从小米激发中层的力量，用利益机制作为最核心的一环，如果从激励的角度看，这确实是一种管理手段，但反过来讲，实际上也是凸显了人才潜能是造就组织能量的最本质源泉。有了事业的牵引，强大的中层，才能造就生态链企业庞大的无边界组织。

不控股生态链企业，把利益的大头留在创业团队，也是在共享经济之下，理性认识财富创造和财富分配的平衡关系。如果10年前，创业是为了筹集基本而发愁，而现在很多资本都躺在路边，甚至是焦急的等待他们的“买主”。

通过事业认同，利益下沉，让短时间内激发的小米创业者们，发挥了有史以来最为

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